THE 

NAVY  CHAPLAIN  S 
MANUAL 

By  JOHN  B.  FRAZIER 

Chaplain , U.  S.  Navy 


With  an  Introduction  by 

CHAPLAIN  HENRY  VAN  DYKE,  U.S.N.R.F. 


Issued  by 

Authority  of  the  Secretary  of  the  Navy 


Copyright,  1918 
By  JOHN  B.  FRAZIER 


Published  by  the  General  Committee  on  Army  and  Navy  Chaplains 
of  the  Federal  Council  of  the  Churches  of  Christ  in  America  and  the 
General  War-Time  Commission  of  the  Churches,  105  East  22nd  Street, 
New  York  City. 


R 12*1® 


Introduction 


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5 

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J A VIN G been  a minister  to  all  sorts  and  condi- 

■ tions  of  men  for  many  years,  and  a chaplain  in 
* — -X  the  navy  for  three  months,  I have  learned 
enough  to  be  glad  of  the  privilege  of  commending  this 
sound,  wholesome,  inspiring  little  handbook  about  the 
duties  and  the  work  of  a naval  chaplain. 

The  writer,  Chaplain  J.  B.  Frazier,  is  a man  of  long 
experience  and  marked  success  in  this  particular  branch 
of  the  manifold  Christian  ministry  to  human  life.  He 
knows  the  difference  between  the  work  of  a regular 
pastor  in  a church  ashore,  made  up  of  families  who  live 
in  houses  and  are  engaged  in  the  ordinary  affairs  of  civil 
life,  and  the  work  of  a chaplain  in  the  navy,  whose  flock 
and  force  are  all  men  set  apart  to  a special  service  for 
their  country,  spending  most  of  their  lives  afloat,  under 
orders  which  may  send  them  around  the  world  to  main- 
tain the  honor  of  the  flag  and  defend  the  life  of  the 
republic. 

These  men  of  the  navy  are  in  a class  by  themselves. 
They  must  needs  live,  for  their  country's  sake,  under 
special  Conditions.  They  have  their  own  traditions  and 
customs,  their  regulations  and  strict  rules,  necessary  to 
that  fine  discipline  which  makes  our  navy  an  efficient 
force,  ready  for  service  anywhere  at  any  moment. 

Yet  while  they  are  thus  set  apart,  they  are  men  like 
their  brothers.  Indeed,  they  seem  to  be  notably  en- 


dowed  with  the  qualities  of  common  manhood.  Their 
hopes  and  desires  and  affections,  their  temptations  and 
their  wants,  their  strength  and  their  weakness,  are  all 
most  evidently  and  appealingly  human.  They  need  the 
ministry  of  religion  just  as  we  all  need  it,  for  cheer  and 
comfort,  for  guidance  and  inspiration,  for  restraint  and 
encouragement,  for  self-reliance  and  brotherhood,  for 
mortal  consolation  and  for  immortal  hope.  But  the  man 
of  the  navy  need  this  religious  ministry  in  a form  which 
recognizes  and  meets  the  conditions  of  their  daily  life. 
Christ  must  come  home  to  them  on  the  sea. 

Here  is  the  value  of  this  book.  It  is  not  a theological 
treatise.  It  is  not  a handbook  of  ecclesiastical  rites  and 
ceremonies.  It  is  a simple  and  wise  manual  of  applied 
Christianity  in  the  service  of  the  navy. 

Every  minister  of  religion  may  read  it  with  profit.  It 
teaches  the  great  lesson  of  spiritual  adaptation. 

Take  that  paragraph  on  page  30  on!  “the  faithful 
performance  of  unprescribed  duties. ” There  is  the  secret 
of  good  work  in  the  cause  of  Christ.  Lay  that  lesson  to 
heart.  Unless  we  go  beyond  what  is  required  of  us  we 
are  unprofitable  servants. 

The  book  is  full  of  sanctified  common  sense.  It  is  true 
to  the  spirit  of  Christ;  and  it  expresses  the  best  ideals  and 
traditions  of  the  American  Navy. 


Henry  van  Dyke. 


Of  better  stuff  than  heroes  men  are  made 
Who  in  this  age  of  deadly , awful  strife 
Stand  all  alone , uncrowned , unheralded , 

Proclaiming  far  the  noblest  things  of  life. 

On  battlefield  the  sound  of  clashing  arms 

Makes  cowards  fight  and  drives  the  weakling’ s blood 
Through  stagnant  veins  that  ne’er  before  have  known 
A near  approach  to  warrior’s  crimson  flood. 

But  he  who  fights  against  relentless  foe 

When  silence  reigns  and  cheer  of  eager  van 
Greets  not  his  ear , but  steadfast  and  alone 
Drives  back  the  hosts  of  sin , he  is  a man. 


THE  NAVY  CHAPLAIN’S 
MANUAL 


T a banquet  given  in  Seattle,  Washington,  to  a 
visiting  fleet,  the  Commander-in-Chief  was  asked 
„ to  vesnond  to  the  toast.  ‘ 6 Our  Chaplains. ’ 7 The 
Admiral  was  a gentleman  who  well  deserved  the  esteem 
and  respect  of  all  who  knew  him,  and  one  whose  long 
and  varied  experience  gave  weight  to  his  words.  In  the 
course  of  his  remarks  he  somewhat  startled  his  audi- 
ence by  the  statement  that  “ after  a service  of  more 
than  forty  years  in  the  Navy,  he  was  convinced  beyond 
the  shadow  of  a doubt  that  the  office  of  Chaplain  is  the 
most  difficult  in  the  Naval  Service.  ’ ’ I have  often  thought 
of  these  words  of  the  old  Admiral.  My  own  experience, 
though  not  so  extensive  as  his,  leads  me  heartily  to  con- 
cur in  his  statement. 

The  opinion  that  prevails  among  some  people  to  the 
effect  that  the  office  is  an  easy  one  and  may  be  filled  by 
almost  anybody,  so  long  as  he  behaves  himself,  and  fre- 
quently when  he  does  not,  is  either  the  result  of  ignor- 
ance or  of  failure  to  give  to  the  office  that  importance  to 
which  it  is  entitled  and  which  it  must  have  if  it  would 
succeed. 

Frequently  I am  asked  by  officers  of  other  corps  why 
it  is  that  we  do  not  get  better  men  in  the  Chaplains’ 


8 


The  Navy  Chaplain’s  Manual 


Corps.  My  invariable  reply  has  been  that  “ it  is  because 
so  much  better  men  are  required  for  the  Chaplains’ 
Corps  than  for  any  other/ ’ I mean  by  this  that  a 
Chaplain  must  have  so  many  virtues,  and  so  many  ac- 
complishments, and  so  many  other  distinctively  good 
traits  of  character  which  are  considered  non-essential  in 
officers  of  other  corps,  that  so  long  as  men  are  made  of 
“mud,”  it  is  hard  to  get  many  of  them  who  can  make 
themselves  conspicuous  by  reason  of  such  superiority. 
I believe  most  officers  will  agree  with  me  that  the  chap- 
laincy would  not  be  raised  in  standard  or  efficiency  were 
it  filled  by  men  of  the  caliber  of  other  corps  any  more 
than  would  the  standard  and  efficiency  of  other  corps 
be  lowered  were  they  filled  by  men  from  the  ministry. 
The  one  cannot  and  must  not  be  measured  by  the  stand- 
ard of  the  other,  for  there  is  a sharp  line  of  demarca- 
tion between  the  two,  occasioned  not  alone  by  a differ- 
ence in  the  nature  of  the  work  to  be  performed,  but  also 
by  the  personality  of  the  man,  the  delicate  nature  of 
his  office,  the  circumstances  under  which  he  works,  and 
other  considerations  as  numerous  as  the  proverbial 
‘ ‘ sands.  ’ ’ A few  concrete  illustrations  will  bear  out  this 
statement.  Other  officers  may  cultivate  a “grouch” 
and  still  be  able  to  hold  their  own  and  get  along  fairly 
well  with  their  work ; but  no  matter  what  the  difficulties 
or  occasion  for  clouds  and  gloom,  the  Chaplain  must  al- 
ways be  cheerful.  Other  officers  have  their  prescribed 
duties,  and  when  these  are  completed  there  is  very  little 


The  Navy  Chaplain’s  Manual 


9 


more,  if  anything,  that  they  are  expected  to  do.  The 
Chaplain  has  few  prescribed  duties,  but  if  he  doesn’t 
succeed  in  keeping  busy,  he  is  branded  as  a loafer,  no 
matter  how  well  he  performs  the  duties  specified  in  the 
Regulations.  Other  officers  have  a definite  time  and 
definite  place , and  hence  definite  opportunity , for  their 
work.  In  addition,  they  are  clothed  with  definite  author- 
ity for  the  performance  of  their  work,  so  that  no  man 
or  officer  dares  interfere.  On  the  other  hand,  the  chap- 
lain has  to  ask  for  his  time  and  ask  for  his  place  and 
ask  for  his  opportunity.  In  fact,  he  must  be  content 
to  gather  up  the  frayed  ends  and  weave  them  into  op- 
portunity. Also  he  must  stand  in  no  one’s  way,  and 
must  conflict  with  no  one’s  duty.  Instead  of  being  able, 
as  are  other  officers,  to  tell  people  what  they  (( must  do,” 
he  can  only  persuade,  entreat,  and  exhort,  oftentimes  in 
the  face  of  opposition  and  discouragement.  Add  to  this 
the  fact  that  a battleship  is  primarily  a fighting  machine 
• — that  this  is  the  reason  for  its  very  existence,  and  that 
all  energies  must  be  bent  toward  the  realization  of  this 
objective — while  the  Chaplain’s  duties  are  unfortunately 
considered  of  secondary  importance  when  compared  to 
this  greater  work — that,  despite  his  constant  effort,  he 
is  unable  in  most  cases  so  to  magnify  his  office  as  to 
claim  and  secure  time  that  could  be  used  in  perfecting 
a fighting  machine — and  you  have  a situation  as  difficult 
to  contend  with  as  one  could  well  imagine.  But  this  is 
not  the  conclusion  of  difficulties.  There  is  another  situ- 


10 


The  Navy  Chaplain’s  Manual 


ation  confronting  the  Chaplain  with  which  no  other  offi- 
cer in  his  work  has  to  contend ; namely,  that  great  com- 
panies of  men,  separated  from  the  refining,  Christianiz- 
ing influences  of  home  and  exposed  to  the  temptations 
of  seaport  towns,  are  not  always  in  a frame  of  mind 
or  heart  that  leads  to  a ready  response  to  the  Chap- 
lain ’s  efforts.  To  influence  them  morally  and  spiritually 
is  his  supreme  work,  and  in  doing  this  he  has  to  battle 
not  alone  against  the  usual  obstructions,  but  against 
these  obstructions  accentuated  and  multiplied  by  adverse 
and  unnatural  surroundings.  If  other  corps  were  “up 
against  ’ ’ conditions  that  confront  the  Chaplain,  it  is  safe 
to  say  that  the  results  of  their  labor  would  be  no  more 
apparent ; and  if  they  understood  these  conditions,  they 
would  perhaps  feel  a broader  spirit  of  sympathy  and 
helpfulness  for  the  Chaplain  in  his  task.  There  is  no 
harder  field,  nor  is  there  one  that  affords  greater  oppor- 
tunity to  the  man  who  has  in  his  makeup  the  “stuff” 
that  the  job  requires.  Not  a great  many  have  it.  If 
one  has,  he  will  find  it  out  very  soon.  If  he  has  not — 
and  many  good  and  great  men  are  without  it — he  will 
either  discover  it  for  himself  or  somebody  will  tell  him. 
Fortunately,  no  Chaplain  is  compelled  to  remain  in  the 
Navy,  and  if  one  finds  that  his  talents  are  not  such  as 
to  bring  success  to  the  work,  the  only  honest  course  is 
to  resign. 

What  elements  are  necessary  to  success?  Too  many 
to  be  tabulated  here,  but  these  three  must  not  be  lack- 


The  Chaplain  as  a Mess  Mate 


11 


ing:  “ Grace,  Grit  and  Gumption.  ” There  is  another 
“G”  that  should  be  included.  The  reader  may  work 
that  out  for  himself.  These  four  “G’s”  cover  too 
wide  a field  to  be  exploited  here.  It  may  be  well  to 
say,  however,  that  “ Grace,”  while  embracing  “ faith/ 7 
means  a great  deal  more  than  “to  believe. ” A Navy 
Chaplain  must  have  not  only  the  faith  that  would 
remove  mountains,  but  he  must  have  sense  enough  to 
know  when  to  move  them,  and  how  and  where  to  put 
them  down.  An  English  professor,  when  addressing  a 
graduating  class  in  theology,  said  to  them,  “Young  men, 
there  are  three  things  essential  to  success  in  your  calling. 
The  first  is  Grace,  which  the  Lord  stands  ready  to  give 
you;  the  second  is  Knowledge,  which  I have  done  my 
best  to  impart;  the  third  is  Common  Sense.  If  you 
haven’t  got  the  latter,  neither  God  nor  man  can  help 
you.” 

The  Chaplain  as  a Mess  Mate 

The  Senior  Commissioned  Officers  live  in  the  ward- 
room, and  there  the  Chaplain  has  his  quarters.  This 
room,  which  corresponds  to  the  saloon  on  a liner,  or  a 
combination  dining-and-sitting  room  in  one’s  own  home, 
is  the  place  of  common  gathering  where,  during  unem- 
ployed intervals,  the  officers  gather  to  read,  loiter,  or 
mingle  socially.  It  is  a place  of  discussion ; and  associa- 
tion here  is  of  so  intimate  a nature  that,  despite  one’s 
efforts  to  conceal  and  conserve,  all  that  a man  is  and  is 


12 


The  Navy  Chaplain's  Manual 


capable  of  becoming  reveal  themselves  as  in  an  open 
book.  So  true  is  this  that  it  has  become  a proverb 
throughout  the  Service.  “Do  you  know  such  and  such 
an  officer V9  “Yes,  we  have  been  ship-mates. ’ ’ This 
probably  means  that  he  does  know  him — knows  him  as 
one  could  never  know  another  in  the  walks  of  civil  life. 
It  therefore  behooves  every  occupant  of  the  ward-room 
to  be  very  careful  of  what  he  does,  of  what  he  says,  of 
how  he  says  it,  and  of  what  he  is.  Especially  does  this 
advice  apply  to  Chaplains.  Their  faults,  if  there  be  any, 
and  there  usually  are,  will  be  more  surely  magnified  than 
if  they  were  the  faults  of  some  other  Corps.  Many  a 
career  has  been  hopelessly  ruined  by  neglect  of  the  little 
courtesies  and  niceties  of  life;  and  many  a sensitive 
nature  has  been  embittered  beyond  sweetening ; and 
many  a heart  has  been  broken  by  a careless  word,  a 
discourtesy,  or  open  affront  in  the  intimate  association 
of  the  ward-room.  It  is  the  ship ’s  crucible  where  charac- 
ter is  made,  shaped,  revealed,  and  marred.  A friendly 
discussion  in  this  intimate  circle  lends  spice  and  variety 
to  the  dull  monotony  of  sea-life,  and  may  be  participated 
in  with  profit  and  pleasure  to  all  concerned;  but  when 
such  argument  borders  on  the  personal,  or  attacks  the 
character  or  faith,  whether  political  or  religious,  of  an- 
other, unless  the  Chaplain  is  sure  that  the  occasion  de- 
mands that  he  give  a reason  for  the  “belief  that  is 
within  him,”  or  feels  that  perhaps  he  may  be  able  to 
relieve  the  tension,  he  had  best  steer  clear  of  such 


The  Chaplain  as  a Mess  Mate 


13 


discussion.  This  does  not  mean  that  he  should  run  away 
from  a fight,  or  habitually  shirk  from  argument,  but 
rather  that  discussion  on  delicate  subjects  very  seldom 
ends  in  a solution  of  the  problem  or  contributes  to  good 
fellowship. 

One  of  the  duties  of  every  officer  in  the  Navy  is  to 
be  a good  ship-mate.  In  order  to  become  one  he  must 
be  willing  to  bear  his  social  end  of  the  burden,  and  to 
contribute  wisely  and  tactfully,  not  alone  to  the  good 
fellowship  among  members  of  the  mess,  but  among  those 
who  may  chance  to  be  their  guests.  The  inclination  to 
run  away  when  visitors  appear  is  too  often  followed 
and  frequently  results  in  those  officers,  whose  sense  of 
duty  restrains  them,  having  to  bear  alone  a burden  that 
belongs  to  all. 

Don’t  be  too  sensitive  or  resentful  about  what  you 
hear  or  see  in  the  ward-room  or  about  the  ship.  Re- 
member that  your  views  about  things  that  may  be  ob- 
jectionable to  you  are  not  necessarily  right;  and  are  most 
assuredly  not  always  entertained  by  gentlemen  whose 
belief  is  just  as  conscientious  as  your  own.  You  owe 
it  to  them  and  to  yourself  to  be  charitable  and  reasonable 
in  your  attitude  towards  habits  of  a lifetime  and  cus- 
toms that  may  not  meet  with  your  approval. 

If  occasion  should  arise  when  your  offended  sensibili- 
ties cry  out  for  redress,  strangle  the  voice  until  such 
time  as  you  shall  have  had  opportunity  to  think  the 
matter  over. 


14 


The  Navy  Chaplain's  Manual 


By  the  help  of  the  light  that  comes  with  the  4 ‘ sober 
second  thought’ ’ you  may  find  a way  to  lead  the  erring 
one  to  higher  things.  It  takes  a wise  man  to  “pull  a 
mote  out  of  a brother’s  eye,”  and  nobody  but  a fool 
would  attempt  to  do  it  with  a “marlin  spike.” 

Patience,  tact,  self-control,  and  a life  so  lived  that 
it  justifies  the  administration  of  brotherly  reproof  must 
predominate  in  the  man  who  would  show  another  his 
fault. 

The  Chaplain’s  Relation  to  Superior  Officers 

Every  ship  has  a Commanding  Officer.  . The  Regula- 
tions require  that  officers  reporting  aboard  ship  ^hall 
pay  its  Commanding  Officer  a social  call  within  three 
days  after  arriving.  This  occasion  affords  the  Chaplain 
a much-needed  opportunity,  not  only  to  become  ac- 
quainted with  his  Captain,  but  also  to  discuss  with  him 
such  matters  as  may  be  of  importance  to  his  work. 

The  next  in  command  is  the  Executive  Officer,  who 
represents  the  Commanding  Officer,  as  between  the 
Chaplain  and  himself.  In  other  words,  the  Chaplain 
transacts  all  his  business  through  the  Executive  Officer. 
If  he  wants  to  hold  church  he  asks  the  Executive  Officer. 
If  he  wants  to  do  anything  else  of  an  official  nature — 
and  all  his  work  aboard  ship  is  of  such  nature — he  con- 
sults with  the  Executive  Officer. 

Generally  speaking,  some  time  is  necessarily  required 


The  Chaplain1 s Relation  to  Superior  Officers 


15 


for  one  to  familiarize  himself  with  the  customs  and 
traditions  of  the  Navy;  and  no  man  reporting  aboard 
for  the  first  time  can  hope  to  avoid  mistakes.  That 
they  may  be  as  few  as  possible,  it  is  suggested  that  a 
new  Chaplain,  within  a reasonable  time  after  arriving 
aboard  ship,  go  to  the  Executive  Officer’s  room,  pref- 
erably in  the  evening  when  he  is  unemployed,  and  tell 
him  frankly  that  he  knows  little  of  his  new  “job”; 
that  he  wants  to  do  everything  within  his  power  for  the 
crew,  and  that  he  would  appreciate  it  beyond  measure 
if  he,  the  Executive  Officer,  would  advise  him,  and,  if 
practicable,  suggest  ways  in  which  he,  the  Chaplain, 
may  make  himself  useful.  In  the  majority  of  instances, 
such  conference  will  result,  if  tactfully  conducted,  in 
establishing  a wholesome  relationship  of  mutual  con- 
fidence and  understanding  which  the  Chaplain  will  find 
of  inestimable  value  in  the  course  of  his  career. 

All  requests  for  equipment  and  the  like  should  be 
made  to  the  Executive  Officer.  Permission  to  leave  the 
ship  or  station  and  anything  else  of  an  official  nature 
should  also  be  secured  through  him.  It  is  strongly  ad- 
vised that,  so  far  as  leaving  ship  is  concerned,  it  be  done 
as  infrequently  as  possible,  especially  for  the  first  few 
months.  Request  for  extended  leave  ought  not  to  be 
made  by  a young  officer  in  the  first  year  of  service. 
These  are  busy  times,  and  everybody  is  supposed  to  be 
“on  the  job,”  and  it  is  a good  indication  for  a Chaplain 
to  feel  that  his  presence  is  just  as  essential  to  the  well- 
being of  the  situation  as  is  that  of  any  other  officer. 


16 


The  Navy  Chaplain's  Manual 


Remember  that  the  manner  in  which  one  addresses 
his  superior  officer  is  always  noted  and  never  forgotten. 
It  must  be  respectful  both  in  tone  and  manner : not  only 
in  tone  and  manner,  but  in  form  as  well.  The  word 
“Sir,”  when  addressing  any  officer,  should  never  be 
omitted.  The  salute  also  should  never  be  neglected. 
You  salute  all  your  superiors;  and,  should  one  whom 
you  rank  neglect  to  salute  you,  don’t  be  angry  about 
it.  It  is  his  neglect,  not  yours,  and  it  in  no  way  re- 
flects on  you.  On  the  contrary  it  bespeaks  either  the 
ignorance  or  perhaps  the  character  of  the  negligent 
officer. 

The  Chaplain's  Personal  Habits  and  Conduct 

It  would  be  difficult  to  find  a place  where  one’s  per- 
sonal habits  are  subject  to  closer  scrutiny  or  are  more 
constantly  on  exhibition  than  in  the  cramped  quarters 
of  a man-of-war.  A few  weeks  of  this  intimate  associa- 
tion are  sufficient  to  publish  to  all  on  board  what  a man 
does  and  is.  Habits  that  in  civil  life  might  not  make 
one  particularly  objectionable  are  here  so  magnified  by 
the  intimacy  of  their  touch  as  to  make  one  who  on  shore 
might  be  a fairly  decent  fellow  anything  but  a desirable 
ship-mate.  To  be  a gentleman  in  the  usual  acceptation 
of  that  term  is  hardly  a sufficient  criterion.  In  fact, 
a lot  of  things  that  are  accepted  without  hesitancy  on 
shore  would  not  apply  to  life  on  board  ship.  Many 


The  Chaplain's  Personal  Habits  and  Conduct 


17 


gentlemen  in  civil  life  do  not  bathe  oftener  than  once 
a week.  Some  of  them  shave  only  when  the  beard  be- 
comes uncomfortable.  Others  neglect  the  hair-cut,  and 
some  no  doubt  are  not  familiar  with  the  hygiene  of  the 
tooth-brush  or  the  nail-brush.  The  failure  to  observe 
these  sanitary  laws  may  not  materially  interfere  with 
their  standing;  but,  while  such  neglect  on  board  ship 
may  be  tolerated,  it  brands  the  guilty  one  as  lacking  the 
elements  of  decency. 

No  one  likes  to  eat  beside  another  whose  awkward 
manipulation  of  his  knife  and  fork  endangers  the  cloth- 
ing of  his  neighbor,  and  to  have  such  manipulation 
accompanied  by  the  musical  disappearance  of  soup  is 
enough  to  interfere  very  materially  with  the  success  of 
one  who  has  no  other  faults. 

One’s  personal  appearance  is  the  first  introduction 
one  has  to  a stranger.  The  observing  man  who  meets 
another  for  the  first  time  formulates  an  opinion  of  him 
even  before  he  grasps  his  hand  or  hears  the  sound  of  his 
greeting.  With  one  glance  he  takes  in  his  personal  ap- 
pearance ; and,  though  the  opinion  later  may  be  changed, 
first  impressions  are  lasting.  Well  shined  shoes,  clothes 
carefully  brushed,  and  linen  on  which  there  is  no  grime, 
covering  the  person  of  a careful  man,  bespeak  an  inward 
cleanliness  that  goes  far  toward  establishing  him  in  the 
good  graces  of  one  who  meets  him  for  the  first  time  and 
toward  maintaining  his  standing  among  those  who  know 
him  well. 


18 


The  Navy  Chaplain's  Manual 


There  are  some  habits  and  practices  in  other  officers 
that  are  not  considered  objectionable,  but  which  in  a 
Chaplain  are  at  least  not  becoming.  These  are  men- 
tioned not  to  set  a standard  for  other  men — for  each 
must  be  his  own  judge — but  because  young  chaplains 
have  asked  for  information.  It  is  a difficult  fact,  but 
a fact  nevertheless,  that  a clergyman  is  not  expected 
to  live  according  to  the  standards  set  by  the  world  Like 
Caesar’s  wife,  he  must  be  above  suspicion — not  only 
aboard  ship  but  on  shore.  He  is  the  moral  and  religious 
“pace  setter”;  and  when  he,  by  “slowing  up”  through 
conformity  to  the  ways  of  the  world,  forgets  this  fact, 
his  influence  as  a moral  and  religious  teacher  ceases. 

There  are  clergymen  who  play  cards,  but  it  is  a ques- 
tion as  to  whether  this  practice  has  ever  added  anything 
commendable  to  the  reputation  of  a single  one.  There 
are  others  who  consider  it  not  unbecoming  to  take  an 
occasional  drink  of  wine  or  other  intoxicant,  not  habitu- 
ally, but  on  occasions  of  ceremony.  The  practice  is  bad, 
and  undoubtedly  has  resulted  in  destroying  the  influence 
for  good  of  many  men  who  otherwise  were  above  re- 
proach. One  whose  breath  is  tainted  with  that  “which 
steals  away  the  brain”  is  in  no  shape  to  preach  tem- 
perance to  another  who,  by  reason  of  indulgence,  is  on 
the  downward  way.  One  of  the  chief  duties  of  a Chap- 
lain is  to  uphold  by  precept  and  example  the  efforts  of 
wise  men  to  make  and  keep  the  Navy  sober.  Only  those 
of  us  who  have  been  in  the  Service  under  the  old  and 


The  Chaplain’s  Personal  Habits  and  Conduct 


19 


the  new  regime  are  in  a position  to  pass  judgment  on 
the  wisdom  of  that  law  which  forbids  the  use  or  in- 
troduction of  intoxicants  on  board  ship.  Every  officer 
who  has  the  welfare  of  the  Service  at  heart  should  thank 
God  for  the  day  when  ''booze  was  piped  over  the  side” 
and  pray  that  it  may  never  return. 

The  temptation  to  indulge  in  the  recital  of  question- 
able stories  is  peculiar  to  companies  of  men  who  live 
apart  from  what  Dr.  Johnson  calls  the  "elegant  and 
elevating  influence  of  female  friendship.”  Such  stories 
may  be  good  to  raise  a laugh,  but  they  are  not  good  for 
those  who  hear  them,  nor  for  the  one  who  tells  them. 
For  a Chaplain  so  far  to  forget  himself  as  to  relate  a 
vile  or  a lewd  story  is  unpardonable,  and  while  men  may 
laugh,  deep  down  in  their  hearts  there  is  a sense  of 
disgust. 

How  to  conduct  oneself  in  the  midst  of  unaccustomed 
surroundings  and  conditions,  that  to  a clergyman  may 
be  embarrassing,  is  a great  big  problem.  The  sense  of 
adaptability  in  some  men  is  such  that  from  the  very 
beginning  they  have  no  difficulty;  but  for  most  young 
chaplains  the  ordeal  is  extremely  trying,  and  unless  one 
carefully  guards  himself  will  result  in  driving  him  either 
into  seclusion  or  indulgence  in  that  which  is  not  becom- 
ing. To  avoid  these  extremes,  one  should  remember  that 
the  day  of  the  cloister  and  convent  for  men  is  past,  that 
while  a Christian  is  ordered  not  to  be  "of  the  world,” 
nevertheless,  in  order  to  do  a man’s  work,  he  must 


20 


The  Navy  Chaplain's  Manual 


be  in  it.  It  is,  therefore,  his  business  to  face  difficult 
situations  like  a man,  and  to  adapt  himself  to  them  in 
such  a way  that  while  not  compromising  his  principles 
he  may  still  not  give  offense.  A ship  is  like  a little  city, 
and  just  as  no  citizen  can  regulate  and  order  the  life  of 
another  in  that  city,  just  so  can  no  individual  on  board 
ship  arbitrarily  form  and  fashion  the  conduct  of  another. 
If  your  next-door  neighbor  gives  a party  to  which  you 
are  not  invited,  and  it  does  not  meet  with  your  appro- 
bation, being  a gentleman  you  have  no  right,  nor  can 
you  afford  to  refer  to  the  slight  or  express  your  disap- 
proval. The  ship  is  the  home  not  of  one  but  of  all,  and 
all  have  equal  rights,  and  so  long  as  men  do  not  think 
alike,  so  long  will  they  not  act  alike.  Accordingly,  in- 
stead of  dictating  the  policy  of  others,  “act  well  your 
part, ” remembering  that  “there  all  the  honor  lies. ” 

The  Chaplain’s  Work  as  Prescribed  by  the 
Eegulations 

Under  this  head  it  seems  wise  to  say,  that  you  may 
be  prepared  for  the  shock,  that  according  to  Eegulations, 
the  Chaplain  has  few  prescribed  duties.  The  Blue  Book 
says,  ‘ ‘ He  shall  hold  church  when  the  weather  and  other 
circumstances  permit.”  Not  infrequently  a six.  knot 
breeze,  unless  the  Chaplain  insists  that  it  is  a “glorious 
day, ’ ’ is  magnified  into  a howling  gale ; and  adverse  cir- 
cumstances on  one  side  of  the  ship,  in  the  way  of  clothing 


The  Chaplain’ s Work  as  Prescribed  by  the  Regulations  21 


inspection  or  something  else,  is  as  infectious  as  measles 
in  a detention  camp,  and  liable  to  spread  from  bowsprit 
to  flagstaff.  In  other  words,  a Chaplain  must  not  only 
be  willing  but  anxious  to  hold  church,  regardless  of 
circumstances,  and  must  tactfully  overcome  the  sugges- 
tion that  it  be  omitted. 

On  arriving  aboard  ship,  consult  with  the  Executive 
Officer  as  to  the  best  place  to  hold  church ; and,  having 
determined  on  such  place,  decide  in  your  own  mind 
just  how  church  should  be  rigged  to  make  it  most  at- 
tractive and  convenient. 

When  Sunday  morning  comes,  ask  permission  to  have 
church.  The  officer  of  the  deck  will  give  orders  that 
church  be  rigged,  but  it  is  best  for  the  Chaplain  to  be 
on  hand  to  see  that  the  working  party  rig  it  attractively, 
and  that  all  things  are  made  ship-shape  for  the  occasion. 
As  to  the  form  of  service,  the  Regulations  leave  this  to 
the  discretion  of  the  Chaplain.  It  is  well,  however,  not 
to  have  the  service  too  formal.  Men  like  to  sing,  and 
as  soon  as  the  Chaplain  becomes  familiar  with  the  crew, 
he  will  find  men  here  and  there  who  are  only  too  glad 
to  be  of  assistance  to  him  in  arranging  an  attractive 
musical  program.  The  way  to  find  out  who  these  men 
are  is  to  spend  a good  deal  of  time  forward  between 
working  hours,  when  the  men  sit  about  the  deck,  passing 
the  time  away.  Here  and  there  you  will  discover  a 
group  or  an  individual,  singing  the  songs  of  the  sea 
or  the  hymns  of  their  boyhood  days.  If  approached 


22 


The  Navy  Chaplain's  Manual 


tactfully,  many  of  these  men  will  be  glad  to  assist  at 
the  Sunday  service,  even  to  the  extent  of  singing  a solo 
or  taking  part  in  a quartette.  Most  ships  carry  bands. 
The  Chaplain  should  ask  the  Executive  Officer  if  he  may 
use  the  band  at  church.  On  securing  permission,  he 
should  consult  with  the  bandmaster  and  arrange  with 
him  the  music  for  the  following  Sunday.  He  should 
always  be  present  when  the  band  rehearses  the  songs, 
otherwise  they  will  make  a ‘ ‘ mess  of  it.  ’ ’ 

It  is  difficult  to  tell  another  how  he  should  preach, 
but  some  advice  along  this  line  may  not  be  out  of  place. 
The  average  man  doesn’t  care  a great  deal  about  the 
ancestry  of  Isaac  and  Jacob,  or  the  history  of  the  lost 
tribes  of  Israel.  What  he  wants  is  something  that  will 
help  him  bear  cheerfully  and  bravely  the  difficulties 
than  confront  him  now;  something  that  will  help  him 
live  rightly,  do  his  duty,  and  die  like  a man. 

There  are  certain  subjects  which  should  be  presented 
to  each  congregation  at  least  once  a year : the  importance 
of  reading  the  Bible,  the  meaning  of  prayer,  the  punish- 
ment of  sins,  the  forgiveness  of  sins,  the  sovereignty  of 
God,  the  love  of  God,  the  grounds  for  our  belief  in  a 
life  after  death,  obedience  to  law,  patriotism,  reverence 
for  things  sacred,  manly  Christianity,  and  the  like. 
These  subjects  cover  the  fundamentals  of  Christianity 
and  are  of  vital  importance  to  every  Christian  life. 
Aside  from  these,  the  Chaplain  in  his  preaching  should 
be  intensely  evangelical,  practical,  and  non-sectarian. 


The  Chaplain’s  Work  as  Prescribed  by  the  Regulations  23 


He  must  constantly  bear  in  mind  that  he  is  not  there 
as  a Methodist,  Presbyterian,  or  Catholic  clergyman,  but 
is  Chaplain  to  men  of  all  faiths.  A sermon  should  never 
be  over  twenty-five  minutes  long,  and  the  entire  service 
should  not  consume  more  than  an  hour.  It  should  never 
be  allowed  to  drag  or  resolve  itself  into  a matter  of 
form.  Life — virile,  strong,  and  helpful — should  breathe  in 
every  song,  in  every  prayer,  in  the  reading  of  the  Word, 
and  above  all  in  the  message  which  the  Chaplain  brings. 
If  possible  there  should  be  two  services  on  Sunday,  morn- 
ing and  evening;  and,  contrary  to  the  expectations  of 
those  who  have  not  tried  it,  the  evening  service  will  be 
the  better  attended  of  the  two  and  the  more  impressive. 

It  will  be  well  just  here  to  sound  a word  of  warning 
against  the  possibility  of  allowing  the  Sunday  service 
to  drift  into  a function  of  secondary  importance.  The 
Chaplain  who  does  not  know  how  to  emphasize  Divine 
Worship  has  no  business  on  board  ship.  No  matter  what 
proficiency  he  may  display  in  the  social  activities  of  the 
crew,  if  he  omits  or  neglects  or  fails  to  make  attractive 
and  appealing  the  worship  of  Almighty  God,  he  has 
failed  as  a Chaplain.  He  must  guard  himself  carefully, 
therefore,  against  this  very  thing;  for  he  will  find  that 
the  tendency  is  to  enthuse  over  the  thing  that  other 
people  enthuse  over,  and  to  neglect  the  matter  which  they 
treat  with  indifference.  This  is  not  saying  that  the 
officers  and  men  will  treat  Divine  Service  with  indiffer- 


24 


The  Navy  Chaplain’s  Manual 


ence,  but  most  certainly,  they  will  if  he  does,  and  prob- 
ably they  will  until  they  find  out  that  he  does  not . 

On  every  ship  there  are  men  who  expect  and  are  enti- 
tled to  an  opportunity  to  partake  of  the  Sacrament  of  the 
Lord’s  Supper.  The  time,  place,  and  manner  are  left 
to  the  discretion  of  the  individual  Chaplain.  The  usual 
custom  on  shore  of  having  the  Sacrament  administered 
immediately  after  the  morning  service  will  be  found  in- 
convenient and  impracticable.  A better  custom  is  to 
secure  a compartment  in  a quiet  part  of  the  ship  and 
announce  at  the  morning  service  that  at  a certain  hour 
the  Sacrament  will  be  administered  in  that  place.  Invite 
all  of  whatever  denomination  to  participate. 

If  a Chaplain’s  ministry  is  as  fruitful  as  it  should  be, 
men  will  frequently  express  a desire  to  unite  with  some 
branch  of  the  Christian  church.  The  Chaplain  should 
not  only  encourage  such  men  and  give  them  the  oppor- 
tunity, but  should  instruct  them  in  the  preliminary 
steps  toward  church  membership.  On  learning  that 
a man  desires  to  unite  with  the  church,  the  Chaplain 
should  communicate  with  the  pastor  of  a church  of 
that  denomination,  and  at  the  time  appointed  by  the 
pastor  should  accompany  the  young  man  to  the  church 
and  lend  such  moral  and  spiritual  support  as  the  occa- 
sion demands.  After  his  admission  into  the  church,  it  is 
desirable  that  a church  letter  be  secured  and  transferred 
to  the  man’s  home  town. 


Visiting  the  Sick  and  Imprisoned 


25 


Visiting  the  Sick  and  Imprisoned 

This  is  seldom  if  ever  a pleasant  part  of  the  Chap- 
lain’s duty.  Nevertheless,  it  is  one  of  great  importance 
and  will  require  great  tact  and  good  judgment  if  it  is  not 
to  be  made  a mere  matter  of  form.  Sick  people  as  a rule 
are  oversensitive  and  prisoners  are  usually  grouchy  and 
unapproachable.  The  tendency  on  the  part  of  both  is 
to  feel  that  "nobody  cares.”  It  is  the  business  of  the 
Chaplain  to  convince  them  that  somebody  "does  care,” 
and  to  do  this  he  must  be  able  to  convey  the  fact  without 
putting  it  in  words. 

The  Sick  Bay  is  under  the  immediate  control  of  the 
Senior  Surgeon.  As  a matter  of  courtesy,  before  visiting 
the  patients,  the  Chaplain  should  approach  him  on  the 
subject,  and  follow,  so  far  as  is  possible,  his  suggestions 
as  to  the  Chaplain’s  relationship  to  the  patients.  One 
not  accustomed  to  visiting  the  sick,  the  unfortunate,  or 
the  imprisoned  is  frequently  inclined  to  carry  with  him 
an  air  of  gloom  which  he  persuades  himself  is  a manifes- 
tation of  sympathy.  Nobody  else  construes  it  in  that 
light.  There  is  no  place,  unless  the  patient  be  very  ill, 
where  a good  joke  is  more  highly  appreciated.  The 
sunshine  of  a cheerful  face  and  the  music  of  a genuine 
laugh  go  far  toward  dispelling  the  gloom  of  surround- 
ings that  are  oppressive.  Get  in  touch  with  the  man 
who  is  sick  or  in  the  Brig  by  showing  a genuine  interest 
— without  intruding — in  his  home  affairs,  the  state  from 


26 


The  Navy  Chaplain's  Manual 


which  he  comes,  his  town;  and  if  you  happen  to  know 
anybody  whom  he  knows,  there  will  at  once  be  a bond 
of  mutual  interest.  Also  provide  reading  matter,  either 
from  the  library  or  some  other  source,  for  those  who  are 
unable  to  get  in  touch  with  such  things.  Offer  to  write 
letters  for  them  and  to  read  interesting  stories  or  extracts 
from  popular  papers.  Always  see  to  it  that  no  confidence 
that  may  be  committed  to  you  is  betrayed. 

In  your  visits  to  the  Brig,  while  showing  an  interest 
in  the  inmates,  be  very  careful  to  allow  none  of  them, 
in  his  conversation,  to  reflect  on  any  officer.  Take  4 'with 
a grain  of  salt”  the  hard  luck  stories  and  accusations 
with  which  they  may  regale  you.  Experience  will  teach 
you  that  in  most  instances  men  in  the  Brig  are  guilty 
to  a greater  or  less  degree  of  that  with  which  they  are 
charged.  At  the  same  time,  when  the  course  of  wisdom 
permits,  it  is  your  right  to  do  all  you  can  to  establish 
the  innocence  of  the  accused.  In  endeavoring  to  do  this, 
remember  that  the  words  of  the  accused  and  the  hearsay 
of  somebody  else  do  not  constitute  a proof  of  innocence, 
and  officers  in  authority  have  no  time  to  listen  to  what 
1 1 somebody  else  has  heard  somebody  else  say.  ’ ’ In  other 
words,  if  it  ever  becomes  necessary  for  you  to  appeal  to 
authority  for  a man  under  charges,  see  to  it  that  the 
proof  which  you  bring  really  justifies  you  in  making  your 
appeal. 

The  Chaplain  should  visit  the  Brig  and  Sick  Bay  at 
least  once  a day,  and  oftener  if  he  finds  his  visits  are 


Visiting  the  Sick  and  Imprisoned 


27 


helpful.  To  fail  to  do  this  will  defeat  the  very  object 
of  occasional  visits.  Very  little  escapes  the  notice  of  the 
man  who  has  nothing  to  do  but  lie  on  his  back  and  think ; 
and  if  the  Chaplain  appears  only  occasionally,  the  first 
thought  that  comes  to  the  patient  is  that  surely  he,  the 
patient,  must  be  in  “bad  shape”  else  the  Chaplain  would 
not  have  found  it  necessary  to  come  around.  The  effect 
of  such  thought  on  a patient,  of  course,  is  not  good;  to 
avoid  making  such  impression,  the  Chaplain’s  visits 
should  be  so  frequent  as  to  arouse  no  such  suspicion. 

When  a man  is  desperately  ill,  the  Chaplain  should 
know  it;  and,  with  the  consent  of  the  Senior  Surgeon, 
should  inform  the  patient  of  such  fact.  When  a man’s 
life  is  drawing  to  a close,  opportunity  should  be  given 
for  such  preparation,  whether  of  spiritual  or  material 
nature,  as  he  deems  necessary.  There  is  no  greater 
anguish  of  mind  than  that  which  comes  to  a servant  of 
Cod  when  he  realizes  that  he  has  allowed  a man  to  die 
without  giving  him  notice  of  his  approaching  end.  If 
the  Chaplain  is  a Catholic  and  the  patient  a Protestant 
or  a Jew,  the  Chaplain  should  see  to  it  that  he  is  attended 
by  one  of  his  own  faith.  When  this  order  is  reversed,  a 
Protestant  Chaplain,  when  it  can  possibly  be  done,  should 
secure  a rabbi  or  priest  to  minister  the  last  rites  of  the 
church.  The  latter  is  especially  important  because  of 
the  emphasis  which  the  Catholic  Church  places  upon 
this  Sacrament.  Frequently  there  are  convalescents  on 
the  sick  list  who  are  unable  to  climb  the  gangway  to 


28 


The  Navy  Chaplain’s  Manual 


church,  and  an  offer  of  the  Chaplain — after  consulting 
with  the  doctor — to  have  someone  carry  them  up  in  an 
easy  chair  will  often  be  accepted  and  appreciated. 

Educational  Work 

The  third  prescribed  duty  of  the  Chaplain  relates  to 
“the  help  which  he  may  give  to  such  as  need  to  be  in- 
structed in  the  elementary  branches/7  To  have  school 
on  board  ship  is  a difficult  and  discouraging  undertaking, 
but  it  can  be  done.  Whether  or  not  it  is  done  will  depend 
in  a large  measure  on  the  Chaplain.  He  must  be  willing 
to  teach  men  who  are  not  especially  anxious  to  learn, 
and  to  do  this  at  odd  hours  and  in  places  that  are  odder 
still.  The  attempt  to  hold  school  on  board  ship  at  stated 
hours  has  been  abandoned  on  account  of  the  pressure  of 
other  matters.  There  are,  however,  in  every  crew  num- 
bers of  ambitious  young  men  who  are  willing  to  work 
overtime,  and  between  times,  and  anywhere,  that  they 
may  prepare  themselves  for  larger  responsibilities. 

The  very  wise  and  long  deserved  Act  of  Congress* 
which  permits  one  hundred  enlisted  men  per  year  to  take 
the  examination  for  Annapolis  has  stimulated  the  am- 
bitions of  young  men  throughout  the  Service.  Many  of 
these  have  had  but  ordinary  school -advantages,  and,  if 
they  are  to  pass  the  entrance  examination,  must  be  helped 
with  their  work.  That  this  may  be  done  effectively,  the 
Chaplain  should  address  a letter  through  official  channels 


Educational  Work 


29 


to  the  Bureau  of  Navigation,  requesting  that  pamphlets 
containing  sample  examination  questions  be  supplied. 
Such  pamphlets,  comprising  all  the  examinations  since 
1907,  may  be  had  for  the  asking.  Any  young  man  who 
can  answer  , all  the  questions  in  this  pamphlet,  and  who 
understands  the  principles  involved,  need  have  no  fear 
as  to  passing  the  examination.  It  is  the  Chaplain’s 
duty  to  find  out  who  these  men  are,  and  to  offer  his 
services  as  an  instructor  at  any  time  the  applicant  may 
find  it  convenient  to  pursue  the  studies.  A good  sug- 
gestion is  to  post  on  a bulletin  board  a notice  to  this 
effect,  and  to  emphasize  on  Sunday  at  church,  or  at 
other  gatherings,  the  fact  that  help  along  educational 
lines  is  available  to  all  who  see  fit  to  take  advantage  of 
it.  Having  once  enrolled  a man  in  your  school,  see  to  it 
that  you  yourself  are  a workman  ‘ ‘ that  needeth  not  to  be 
ashamed,”  and  enter  into  the  spirit  of  the  enterprise 
with  such  energy  as  will  inspire  the  student  to  do  his 
best.  Many  men  now  in  the  service,  occupying  positions 
of  trust  and  honor,  give  credit  to  the  Chaplain  for  their 
equipment  and  qualification  for  these  positions. 

These  three  prescribed  duties  will  consume  but  little 
of  an  energetic,  hustling  Chaplain’s  time,  and  are  really 
but  an  introduction  to  a field  of  vast  opportunity  and 
privilege,  a field  that  will  so  constantly  require  his  time 
that,  if  he  studies  at  all — and  he  must  if  he  would  suc- 
ceed— he  will  have  to  do  it  when  other  people  sleep. 

A successful  ministry  in  these  three  fields  of  labor  will 


30 


The  Navy  Chaplain’s  Manual 


depend  in  a large  measure  on  the  faithful  performance 
of  unpr escribed  duties,  which  at  first  glance  seem  to  have 
little  or  no  connection  with  them,  but  are  really,  as  time 
and  experience  will  show,  the  underlying  cause  of  any 
success  that  may  come  to  the  Chaplain.  The  reference 
here  is  to  that  vast  number  of  so-called  little  things , 
which  in  themselves  appear  to  have  no  distinctively  relig- 
ious character,  but  which  nevertheless  are  means  to  an 
end ; and  they  must  be  used  if  the  end  is  to  be  attained. 
The  most  important  of  these  will  be  referred  to  under 
distinct  heads. 


Social  Activities 

The  monotony  of  ship-board  life  can  never  be  known 
except  by  men  who'  go  to  sea.  The  long  hours  of  toil  at 
one  task,  repeated  with  each  passing  day;  the  trackless 
waste  of  waters  unbroken  by  a sail;  hearing  the  same 
voices  and  looking  into  the  same  faces  week  after  week, 
with  little  variety  of  any  kind  to  break  the  tedium  of  the 
dragging  months,  make  the  coming  of  one  who  is  able  to 
introduce  new  forms  of  amusement  and  entertainment 
or  variety  of  employment  a godsend  to  any  ship.  This 
is  distinctly  a Chaplain ’s  work,  although  the  regulations 
do  not  so  state  it.  He  happens  to  be  the  one  officer 
aboard  who  is  expected  to  do  things  that  other  officers 
would  not  do;  and,  if  he  is  capable  and  willing  and 
possesses  the  initiative,  the  authorities  will  be  only  too 
glad  to  have  him  take  charge  of  this  recreational  feature 
of  the  ship's  life. 


Social  Activities 


31 


Every  ship  has,  or  should  have,  a moving  picture 
outfit,  and,  if  it  should  be  the  Chaplain’s  lot  to  take 
charge  of  this  and  other  forms  of  entertainment,  he 
must  see  to  it  that  programs,  instructive  and  entertain- 
ing, are  arranged  and  carried  out  to  the  best  advantage. 
On  board  ship  there  is  always  talent  for  entertainments 
of  varied  character.  A minstrel  or  variety  show,  boxing 
bouts,  wrestling  matches,  boat  races,  athletic  activities  on 
shore,  and  games  such  as  checkers,  chess,  dominoes  and 
the  like  should  be  encouraged  and  actually  inaugurated 
and  supervised  by  the  Chaplain,  if  the  Executive  Officer 
sees  fit  to  commit  this  important  work  into  his  hands. 
He  must  be  careful,  however,  not  to  assume  control  of 
these  activities  until  he  has  first  talked  the  matter  over 
with  the  Executive  Officer  and  been  officially  designated 
as  the  officer  in  charge  of  this  work.  A minstrel  show 
on  Saturday  night  and  an  interest  in  baseball  games 
throughout  the  week,  combined  with  associations  that  go 
with  such  activities  and  the  genuine  interest  which  the 
Chaplain  may  display  in  such  matters,  will  guarantee  a 
larger  crowd  at  church  on  Sunday  morning  and  a more 
responsive  hearing  than  otherwise  he  could  possibly 
have. 

Much  to  the  delight  of  the  men  in  the  Service,  the 
civilian  population  has  been  aroused  to  a deeper  interest 
in  the  welfare  of  the  men  who  wear  the  uniform  of  our 
country.  In  every  seaport  churches  and  societies,  as 
well  as  individuals,  are  vying  with  one  another  to  provide 


32 


The  Navy  Chaplain's  Manual 


wholesome  amusements  and  instruction  for  our  sailors. 
The  Chaplain  is  the  logical  officer  through  whom  arrange- 
ments will  be  made  under  the  Executive  Officer  for  at- 
tendance on  these  functions.  He  should  see  to  it  that, 
so  far  as  lies  in  his  power,  the  men  desiring  to  attend 
such  entertainments  have  his  help  in  securing  permission. 
A good  plan  is  for  the  Chaplain  to  get  into  communica- 
tion with  organizations  providing  such  entertainments 
and,  when  invitations  are  issued,  to  take  up  the  matter 
with  the  Executive  Officer  and  volunteer  his  services  to 
accompany  the  men  ashore,  and  assume  responsibility  for 
their  safe  return  at  the  designated  time.  This  plan 
should  also  be  followed  out  in  the  management  of  church 
parties  through  the  week  and  on  Sunday  evening.  It  is 
good  for  the  men  to  attend  church  on  shore.  I know 
of  nothing  that  so  enlightens  the  civilian  population 
as  to  the  character  of  the  men  now  in  the  service  as  to 
see  a goodly  number  of  them  march  to  church  in  charge 
of  the  Chaplain. 

A cruising  ship  is  frequently  a visitor  to  the  interest- 
ing ports  of  the  world.  The  information  of  the  aver- 
age man  concerning  such  ports,  generally  speaking,  is 
gathered  from  conversation  with  shipmates  whose  knowl- 
edge of  history  is  often  unreliable.  Here  is  a field  for 
useful  instruction.  On  leaving  port  the  Chaplain  should 
familiarize  himself  with  the  interesting  features  of  the 
one  to  which  the  ship  is  bound,  and  such  information 
ohould  be  embodied  in  a lecture  and  delivered  to  the 


Social  Activities 


33 


crew  before  or  shortly  after  reaching  port.  It  is  not  a 
difficult  matter  to  make  these  lectures  very  interesting, 
especially  if  the  port  be  in  a foreign  country  The  customs 
and  habits  of  the  people,  their  agricultural  and  commer- 
cial interests,  their  religion,  their  form  of  government, 
and  their  history  fall  naturally  into  place  as  one  attempts 
to  outline  a lecture  of  this  character.  If  the  city  visited 
happens  to  be  an  especially  interesting  one,  whether  his- 
torically or  otherwise,  the  Chaplain  should  get  up  parties 
and  arrange  for  excursions  to  places  of  special  note — 
even  to  the  extent,  when  the  distance  requires,  of  securing 
leave  for  a week  or  more  for  men  who  are  anxious  to 
accompany  him.  It  will  be  well  to  arrange  for  hotel 
accommodations  and  prices  beforehand,  as  frequently 
such  an  arrangement  will  result  in  better  accommoda- 
tions at  a greatly  reduced  price.  To  illustrate  the  im- 
portance of  this  kind  of  work,  I have  the  word  of  the 
Commanding  Officer  of  a big  ship  to  the  effect  that  if  it 
had  not  been  for  just  such  “little  journeys”  arranged 
by  the  Chaplain  while  his  vessel  was  at  anchor  for  a 
long  period  of  time  in  a very  monotonous  harbor,  there 
would  have  been  much  unhappiness  among  the  crew. 
When  such  an  enterprise  is  undertaken,  the  Chaplain 
should  so  select  his  men  that  every  member  of  the  party 
is  one  who  can  be  trusted  to  obey  the  laws  of  the  country 
in  which  they  travel  and  willing  to  abide  by  any  decision 
that  he,  the  officer  in  charge,  may  make. 


34 


The  Navy  Chaplain's  Manual 


Library  and  Reading  Room 

Since  the  writing  of  this  Manual  was  begun,  the 
Chaplain  has  been  officially  designated  custodian  of  the 
crew’s  library.  This  position  greatly  enlarges  his  field 
of  usefulness,  as  he  will  now  be  able  to  follow  the  tastes 
of  the  many  who  apply  for  books  and  to  direct  them 
as  to  the  character  of  the  books  best  suited  to  their 
needs.  He  should  first  familiarize  himself  with  the 
volumes  in  the  library  so  as  to  be  able  to  give  intelligent 
advice  to  such  as  may  desire  it.  The  ship ’s  library  should 
be  open  for  one  hour  every  day.  This  hour  should  be 
at  a time  when  the  men  are  not  otherwise  employed.  A 
conspicuous  notice  should  be  printed  on  the  library  door 
stating  the  hour  when  books  may  be  drawn  and  returned. 
It  will  be  well  also  to  have  word  passed  through  the  ship 
each  day  at  the  hour  of  opening  so  that  men  having 
books  to  be  returned  may  be  reminded  of  this  duty. 
When  a schedule  is  made  out  stating  when  the  library 
is  to  be  open  allow  nothing  to  interfere  with  that 
schedule,  for  men  looking  for  a certain  thing  at  a certain 
time  do  not  like  to  be  disappointed.  All  books  are  on 
charge,  so  that  when  one  is  lost  the  Chaplain  must  be  able 
to  show  who  is  responsible  for  the  loss. 

When  a ship  is  put  in  commission,  libraries  are  placed 
on  board  as  part  of  the  ship’s  equipment.  From  this 
time  on,  any  revision  in  the  library  comes  as  the  result 
of  a survey  of  old  books  and  requisition  for  new.  Now 


Library  and  Reading  Room 


35 


that  the  libraries  are  officially  in  the  Chaplain’s  keeping, 
it  is  “up  to”  him  to  show  that  the  change  has  been  a 
wise  one.  He  can  do  this  only  by  seeing  that  the  library 
is  kept  up  to  date  and  is  daily  available.  He  must  not 
lose  sight  of  the  fact  that  he  is  absolutely  responsible 
for  the  safekeeping  of  this  Government  property.  Any 
neglect  on  his  part  so  to  do  may  result  in  court  martial. 
Very  few  of  our  ships  are  equipped  with  space  for  a 
reading  room.  Secretary  Daniels  is  responsible  for  the 
wise  provision  which  on  our  larger  ships  designates  a 
compartment  for  this  very  commendable  use.  On  such 
ships  the  problem  is  already  solved ; on  others  the  matter 
of  securing  a compartment  or  space,  where  during  stated 
hours  reading  matter,  lights,  and  seats  are  available  to 
the  men,  will  depend  in  a large  measure  on  the  Chaplain. 
Unless  he  happens  to  be  a man  who  realizes  the  impor- 
tance of  such  place  and  is  not  easily  discouraged,  his 
defeat  in  this  particular  is  sure.  Unfortunately  most 
ships  are  crowded  for  space,  and  it  is  quite  difficult  so 
to  emphasize  a matter  that  caters  only  to  mental  recrea- 
tion and  enlightenment  as  to  secure  space  that  is  being 
used  for  something  else.  Perseverance  may  Urn  the 
trick,  therefore  keep  at  it.  If  you  once  succeed  m secur- 
ing such  a compartment,  its  popularity  and  necessity  will 
be  so  apparent  that  no  thoughtful  official  will  for  a 
moment  think  of  depriving  you  of  it.  The  reading  room 
should  be  well  stocked  with  all  the  leading  monthly  and 
weekly  magazines  and  periodicals,  and  should  comprise 


36 


The  Navy  Chaplain's  Manual 


at  least  five  daily  papers  published  in  different  sections 
of  the  United  States,  so  as  to  give  every  member  of  the 
crew  an  opportunity  to  keep  in  touch  with  his  home  news. 
Two  hundred  and  fifty  dollars  is  a sufficient  fund  to 
equip  the  reading  room  splendidly  for  one  year.  All 
periodicals  should  be  subscribed  for  by  the  year  and 
addressed  to  the  Chaplain’s  Office. 

Files  for  all  papers  other  than  the  monthly  magazines 
should  be  made  by  the  ship’s  carpenter  and  so  con- 
structed as  to  hold  the  papers  securely  in  place.  A good 
design  is  two  pieces  of  hard  wood  with  bolts  and  nuts, 
the  nuts,  after  the  paper  is  inserted,  being  screwed  up 
with  a monkey  wrench  so  as  to  make  their  removal  a 
matter  of  inconvenience.  Otherwise  papers  will  dis- 
appear. The  reading  room  should  be  open  at  hours 
designated  by  the  Executive  Officer.  Except  at  such 
hours,  papers  should  be  carefully  and  securely  put 
away. 

The  profit  of  the  ship ’s  store  should  furnish  the  needed 
funds  for  the  reading  room.  If  such  is  not  available,  it  is 
possible,  with  the  consent  of  the  Commanding  Officer, 
to  raise  a fund  by  private  subscription  among  the  men. 

In  connection  with  the  reading  room,  it  would  be  well 
to  run  a daily  bulletin  board  to  be  known  as  “the  Chap- 
lain’s Bulletin.”  Such  board  should  be  for  his  exclusive 
use,  and  on  it  he  may  post  notices  of  such  matters  as  he 
desires  to  bring  to  the  attention  of  the  crew.  Also 
in  his  reading,  he  will  frequently  notice  things  that  may 


Library  and  Reading  Room 


37 


be  of  interest  to  the  crew  and  to  which  they  have  not 
access.  Such  articles  may  very  profitably  be  clipped 
from  the  paper  and  posted  where  the  men  can  see  them. 
This  plan,  if  carried  out  systematically  and  with  good 
judgment,  soon  becomes  very  popular  and  the  men  learn 
to  look  for  the  daily  changes. 

In  the  management  of  the  reading  room,  some  diffi- 
culty will  be  encountered  from  people  who  request  per- 
mission to  carry  the  papers  and  books  to  other  parts  of 
the  ship.  While  it  may  not  be  wise  to  lay  down  an  iron- 
bound  rule  on  this  subject,  most  assuredly  a great  deal  of 
confusion  and  dissatisfaction  will  be  avoided  if  the 
officer  in  charge  refuses  such  requests.  A reading  room 
of  this  kind  is  the  property  of  the  enlisted  men,  estab- 
lished and  maintained  for  their  benefit,  and  like  most 
men  they  are  jealous  of  anything  that  belongs  to  them. 
A wise  Chaplain  will  not  lose  sight  of  this  fact. 

Other  People’s  Business 

There  is  an  old  saying  that  the  4 1 best  way  to  get  along 
in  the  world  is  to  attend  strictly  to  your  own  business. 7 7 
For  most  men  and  most  businesses  this  is  a wise  proverb. 
The  Chaplain,  however,  who  lives  up  to  it — especially 
when  he  lets  somebody  else  tell  him  what  his  business  is — 
might  as  well  “shut  up  shop”  and  go  home.  The  Navy 
Regulations  very  wisely  do  not  specify  the  duties  of  a 
Chaplain.  The  reason  for  this  is  that  his  work  is  of 


38 


The  Navy  Chaplain's  Manual 


such  a nature  that  to  “ build  a fence' ' around  it  would 
of  necessity  so  handicap  him  that  the  most  important  of 
his  duties  could  not  be  performed.  It  is  my  contention 
that  a Chaplain 's  duties  consist  of  ‘ ‘ anything  and  every- 
thing" that  he  may  do  in  a wise  and  tactful  way  for  the 
social,  physical,  intellectual,  moral,  and  spiritual  wel- 
fare of  the  ship's  company.  So  long  as  the  duties  of 
other  officers  either  directly  or  indirectly  touch  in  some 
way  all  of  these,  the  Chaplain  who  endeavors  to  con- 
tribute his  effort  to  the  development  of  these  several  fields 
will  of  necessity  encroach  on  the  ‘ ‘ preserve ' ' of  another. 
Here  is  where  his  good  judgment  and  tact  are  indis- 
pensable. If  he  has  them,  most  surely  a field  of  great 
usefulness  will  be  opened  up.  If  he  has  not  these  two 
qualities,  no  matter  how  great  his  desire  to  help  may 
be,  his  efforts  will  be  of  no  avail.  Constantly  ques- 
tions are  coming  up  in  the  minds  of  men  which  relate 
to  their  pay  accounts,  their  shore  liberty,  their  hope 
of  promotion,  and  a thousand  other  things  of  similar 
nature,-  which  they  for  some  unaccountable  reason  are 
timid  about  bringing  to  the  attention  of  officers  under 
whom  these  questions  naturally  come.  For  weeks  or 
months  it  may  be,  these  men  nurse  the  conviction  that 
they  have  been  badly  treated,  falsely  dealt  with,  or 
unjustly  accused.  The  result  of  such  meditation  is  a 
spirit  of  discontent  and  grouchiness,  which  in  time  not 
only  unfits  them  for  the  proper  performance  of  duty, 
but  may  foment  and  encourage  throughout  the  crew 


Other  People's  Business 


39 


an  atmosphere  of  distrust  that  ends  in  an  "unhappy 
ship.”  The  place  where  all  such  matters  should  be 
settled  is  at  the  Mast,  or  with  the  Division  Officer,  but 
for  some  cause — whether  reasonable  or  otherwise  no  one 
can  say — many  men  hesitate  about  attending  to  such 
matters  in  the  official  way.  If  the  Chaplain  has  their 
confidence  they  will  come  to  him  and  solicit  aid  in 
securing  information  or  adjusting  difficulties.  Strictly 
speaking,  such  matters  are  not  the  Chaplain ’s  business ; 
and  then  again,  they  are  his  business.  He  must  be  the 
judge  as  to  whether  he  can  wisely  take  up  these  mat- 
ters with  the  proper  authorities.  If  he  is  the  right 
man  in  the  right  place,  and  has  by  his  life  and  labors 
convinced  the  officers  that  his  motive  is  unselfish  and 
his  object  only  to-  "help  the  other  man,”  he  will  find 
the  heartiest  co-operation,  and  even  appreciation,  for 
bringing  to  their  attention  matters  about  which  they 
might  never  have  known  but  for  the  confidence  of  the 
man  in  the  Chaplain ’s  willingness  to  help  him.  An 
instance  is  recalled  where  a Chaplain  at  a Training  Sta- 
tion was  so  constantly  besieged  by  men  desiring  infor- 
mation and  help  that  finally,  in  order  to  be  officially 
equipped  for  this  very  important  work,  he  went  to  the 
Commanding  Officer,  laid  the  necessity  of  the  case  before 
him,  and  requested  that  he  be  appointed  the  "Official 
Bureau  of  Information.”  Without  hesitancy  the  Com- 
manding Officer  seized  upon  the  idea  as  a good  one,  and 
immediately  clothed  him  with  this  authority.  The  re- 


40 


The  Navy  Chaplain's  Manual 


suit  was  that  the  Chaplain’s  office  became  a clearing 
house  for  from  5,000  to  10,000  men,  many  of  whose 
troubles,  whether  imaginary  or  otherwise,  were  ex- 
plained away  by  the  tactful,  wise  manner  in  which 
they  were  handled.  The  officers  directly  concerned  with 
the  questions  propounded  from  the  very  beginning  ap- 
preciated the  fact  that  in  this  way  matters  were  brought 
to  their  attention  of  which  otherwise  they  would  not 
have  known.  There  was  no  conflict,  no  clash  of  author- 
ity, no  disposition  to  construe  the  Chaplain’s  efforts 
as  a case  of  “ butting  in,”  but  a mutual  understanding 
and  willingness  to  co-operate  in  ministering  to  the  wel- 
fare of  the  crew,  thereby  making  the  ship  a “home. ” 
The  Officer  to  whom  this  particular  Chaplain  had  to 
appeal  most  often  remarked  when  he.  was  detached,  “I 
can’t  imagine  an  officer  more  essential  to  the  success  of 
this  station  than  the  right  kind  of  Chaplain.” 

There  is  one  phase  of  a very  difficult  but  very  impor- 
tant subject  that  can  and  should  be  presented  by  the 
Chaplain  in  a series  of  lectures,  delivered  one  a month. 
The  reference  is  to  social  hygiene.  The  Navy  today  is 
made  up  largely  of  boys  and  young  men  fresh  from  rural 
districts  and  small  towns.  They  have  not  been  exposed 
to  the  pitfalls  of  seaport  cities  and  consequently  are  un- 
aware of  the  dangers,  physical  and  moral,  that  attend 
association  with  lewd  women.  While  the  Surgeon  is  the 
logical  person  to  speak  on  this  theme  from  a medical 
standpoint,  the  Chaplain  will  find  that  a wise  presenta- 


Other  People’s  Business 


41 


tion  of  its  moral,  social,  and  professional  aspects  will 
carry  just  as  much  weight  as  does  the  fear  of  physical 
contamination.  There  can  be  no  wise  presentation  of 
the  subject  without  careful  study.  It  would  therefore 
be  well  for  the  Chaplain  who  contemplates  this  work  to 
write  to  the  Commission  on  Training  Camp  Activities, 
Washington,  D.  C.,  for  authoritative  literature.  Moving 
picture  films  illustrating  the  ravages  of  venereal  disease 
are  obtainable  from  the  same  source  and  have  been  very 
effectively  used  as  a deterrent  from  such  dissipation. 
The  more  horrible  he  paints  the  picture  the  more  im- 
pressive will  be  the  lesson.  A Commanding  Officer,  after 
listening  to  a Chaplain’s  lecture  .on  this  subject,  re- 
marked, “ that’s  the  way  to  give  it  to  them.  Scare 
them  to  death.  Some  of  them  may  faint,  but  we  ’ll  carry 
them  out.  It’s  better  for  them  to  faint  now  than 
later  on.” 

When  a ship  is  in  port,  especially  in  foreign  coun- 
tries, a man  will  occasionally  become  so  taken  up  by  the 
sights  and  surroundings  of  shore  that  he  forgets  to 
come  back.  Usually  some  of  his  shipmates  know  where 
he  may  be  found,  but  there  is  a certain  stigma  attached 
to  being  forcibly  brought  aboard  ship  by  an  official  sent 
ashore  for  that  purpose  which  keeps  men  from  informing 
on  their  shipmate.  If  they  have  confidence  in  the  Chap- 
lain, frequently  these  friends  of  the  missing  one  will 
come  to  him  and  divulge  the  occasion  of  the  delinquent ’s 
absence  and  the  place  where  he  may  be  found.  There  are 


42 


The  Navy  Chaplain’s  Manual 


Chaplains  who  do  not  consider  such  matters  a part  of 
their  duty,  as  going  after  the  “lost  sheep”  exposes  them 
to  contact  with  evil  surroundings  and  not  infrequently 
to  violence  at  the  hands  of  the  parties  responsible  for 
the  detention  of  the  man.  This  must  be  left  to  a man’s 
own  judgment,  but  undoubtedly  good  men  have  been 
saved  to  the  service  by  chaplains  who  were  not  afraid 
to  risk  their  own  reputation  and  personal  safety  by — 
in  an  unofficial  way — locating  the  man  and  persuading 
him  to  return.  It  is  suggested  that  when  such  work  is 
undertaken  the  Chaplain  request  some  enlisted  man  in 
whose  integrity  he  reposes  confidence  to  accompany  him. 
This  is  not  primarily  to  protect  him  from  physical 
violence — for  a Chaplain  should  be  afraid  of  nothing — 
but  to  safeguard  his  reputation.  That  he  may  be  helpful 
along  this  line,  the  Chaplain  should  familiarize  himself 
with  the  list  of  absentees  as  posted  each  day,  and  by  con- 
versation with  the  men  and  in  other  ways  learn  the 
occasion  of  the  absence  and  if  possible  the  whereabouts 
of  the  missing  men. 

Many  times  a man  will  come  to  the  Chaplain  and  ask 
for  things  that  he  cannot  grant  and  explanations  that 
he  cannot  make ; but  the  very  act  of  coming  relieves  the 
mind  of  the  man  and,  if  the  Chaplain  is  wise,  while  not 
being  able  to  give  him  that  for  which  he  asks,  he  can 
give  him  “something  just  as  good,”  and  the  man  will 
depart  as  well  satisfied  as  though  he  had  gotten  that  for 
which  he  asked.  After  all,  most  of  our  troubles  can  be 


Other  People's  Business 


43 


explained  away  if  we  can  only  find  somebody  who  will 
listen  patiently  and  sympathetically.  The  Chaplain 
must  remember  that  there  are  not  many  people  on  board 
ship  in  whom  the  one  who  faces  difficulties  cares  to  con- 
fide. There  is  perhaps  no  place  where  the  old  saw  ‘ ‘ Tell 
your  troubles  to  the  policeman,  I have  troubles  of  my 
own/’  is  more  frequently  heard.  A student  of  human 
nature,  as  he  walks  about  the  deck,  will  see  many  a face 
that  is  unable  to  hide  the  anxiety  of  the  heart,  and  if 
such  student  is  himself  a brother  to  all  mankind  he  may, 
even  when  the  suffering  one  does  not  appeal  for  aid,  find 
a way  to  help  him  bear  his  burden.  In  some  instances  he 
will  be  repulsed,  but  even  then  if  he  accepts  the  rebuff 
gracefully,  an  impression  may  be  made  that  may  later 
make  an  opening  where  he  can  help.  There  are  few 
hearts  that  do  not  respond  to  a manifestation  of  brotherly 
interest,  and  even  the  hardest,  though  it  may  give  no 
outward  sign,  cannot  forget  the  unselfish  interest  that 
another  may  take  in  it.  Undoubtedly  here  is  a wonderful 
field  and  to  leave  it  uncultivated  is  to  fail  as  a Chaplain. 
The  personal  touch  between  Chaplain  and  man  is  the 
pivotal  point  on  which  revolves  the  entire  machinery 
of  his  usefulness.  This  fact  is  recognized  by  superior 
officers;  and  not  infrequently  in  Quarterly  Efficiency 
Reports  from  the  Commanding  Officer,  foot-notes  are  ap- 
pended expressing  appreciation  and  approval  of  the  fact 
that  the  Chaplain  is  in  close  touch  with  the  crew.  Not 
long  since,  a letter  was  written  by  the  Commanding 


44 


The  Navy  Chaplain's  Manual 


Officer  of  a big  ship  with  reference  to  a Chaplain  who  had 
just  been  detached,  in  which  he  insisted  that  the  Chap- 
lain in  question  should  be  returned  to  his  command, 
because,  as  he  said,  “He  is  my  right-hand  man — one  of 
the  most  useful  officers  on  board,  and  through  him  I am 
able  to  keep  in  touch  with  the  needs  of  my  crew.”  On 
investigation  it  was  found  that  this  Chaplain  knew  most 
of  his  crew  by  name,  was  familiar  with  the  peculiarities 
and  disposition  of  each,  was  always  ready  to  do  anything 
within  his  power  to  minister  to  their  comfort,  and  as  a 
result  of  this  constant  and  profound  interest  on  his  part 
the  crew  would  do  anything  for  him  that  he  asked.  It  is 
impossible  to  measure  the  usefulness  of  such  a man. 


' 


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